Recently I've been reading several posts on how humans can be a deadly factor when complex and automated systems fail. Several posts diving into the issue are well worth reading, in particular "Automated to Death", "Are We Automating Ourselves Into a Corner?" , "Cockpit Crisis", and "People Make Poor Monitors for Computers". Hot off the presses is James Hamilton's analysis on the official report of the Fukushima accident.

While these articles put failures in automated systems in a practical and unfortunately, catastrophic perspective, they go back to a paper that was written in 1983 and describes the "Ironies of Automation", the path and fallacies of humans becoming simple operators of automated systems.

All of them have in common that they discuss failures in airplanes or other complex systems that lead to catastrophic consequences, with the effects of the problems exacerbated by human intervention or lack thereof. Some of them go back to humans making the wrong decisions due to lack of proper training, because a series of events occur that were deemed too unlikely to ever occur, others because the systems was hiding valuable information.

Does all that ring a bell? It certainly did for me. That sounds a lot like the things we're dealing with every day, building and operating automated systems, making decisions when system components fail. Only we call them web applications.

The upshot is that we can learn from the problems that lead to catastrophes and loss of life and apply them to the field of web operations, because the similarities in the systems and their operations are striking. The rather sad news is that only recently have these other fields and instrustries started to openly discuss failures in complex systems and how to respond to them. They're no different from us. What we have is the advantage that we can iterate quickly and make changes to improve our application's resilience.

The good news is also that there are no lives depending on what most of us do. During an outage, the worst we do is piss off users, lose money or cause inconvenience to our customers. Think about that for a minute compared to being an element in a catastrophic chain of events that leads to the death of hundreds if not thousands of people. I keep telling that to myself every now and then to put things in perspective, to calm myself down when I have to deal with an outage.

From simple systems that use only a small number of components to systems that rely on lots of components and external services, they all are supposed to run independent of human intervention. Even if they're "just" web applications with a background component, that still makes them somewhat of a distributed, automated system, and therefore prone to failure on many levels.

The Crux of Automated Systems

What happens when things go wrong? What happens when the system is hiding information from us and we need to make a decision quickly, maybe one that involves taking a component offline and even losing money by doing so? How can you prevent human intervention from causing financial loss? Most of us are lucky enough that lives don't depend on our work, which certainly takes a bit of pressure out of the equation.

But it still leaves the question: when a complex system fails, are we sure to have all the information we need at hand to make a fair judgement of a) the severeness of the situation and b) what to do to handle it? Are we prepared to not let a small error turn into a cascading failure that propagates throughout the whole system?

There are several ways to make sure you can improve on all these things in your application. Some of them are basics, others are hard and take time. For all of them, the question boils down to: which is more relevant to your business, avoiding the upfront cost of investing in good operations or the cost of extended downtime, and therefore, lost business, when failures to happen?

When you break down the reasons why a combination of an unlikely chain of events and untrained human interaction, you can dig into ways to improve the operations side of web applications. Maybe you can even generalize to other industries where complex systems are involved and apply the same lessons. What follows is my interpretation of how the problems that caused air planes to crash, nuclear power plants to explode and financial systems to lose millions of dollars of investment money can be applied to the field of web operations, to make sure they won't affect us and the systems we run in production.

Visibility and System Feedback

In the catastrophic chain of events that lead to planes crashing, the systems weren't providing enough information for the pilots to make an educated decision on what to do. Or they weren't able to draw the right conclusions based on the data presented to them. Heck, in some cases the pilots ignored the data provided by the system!

When you look at web applications, the still very underutilized way to gain visibility into the system is monitoring, writing logs and tracking metrics, keeping track of the events at every layer of the system. Together they give a great deal of visibility into what's happening in a distributed, automated system. The systems we build need to be transparent about what they do, and only we can help them do so.

But for that, your data needs to be reliable, which in turn is a process. You need to figure out which data is important for every aspect of the system and keep tuning until you have all the information you need in the event of a failure. Ironically it's going to need failures to figure out what you really need.

I wrote about the means of monitoring your application should have a while ago. Though the market has improved a lot in terms of tooling the gist is still the same. It's impossible to reason about what a system is currently doing without any means of transparency into the system's activities.

The same is true for programming languages and code in general, but that's a whole different story. Simplicity and being able to reason about what the system and a particular piece of code is doing while keeping the bigger picture in mind is hard.

Build Systems with Humans in Mind

If people make poor monitors for computers, the software we build needs to keep that in mind. When human intervention is necessary the system should be able to not only offer the means for an operator to interact, disable components (think: feature flips or analyse the current state of the system. It should also be able to compensate for human error.

There's a crux in this. Trying to prevent human error from causing more harm in the system even when intervention is necessary leads to more complex systems. You add more layers of complexity to safeguard the system from human intervention.

To make systems more resilient to failure, replication is a common means. If you have one or more replicas around, you can survive a number of outages until data becomes completely unavailable. But replication has the tendency to require ways to synchronize data across all of the replicas. Which leads you to eventual consistency and the CAP theorem.

Another thing to think about is what happens when all replicas have become unavailable? All you're left with is a stack of software waiting for data to be available. An incredibly unlikely yet at the same time not impossible scenario.

Systems get harder and harder to reason about as you relax the consistency requirements in your application. Building systems that are prepared to deal with these situations and still leaving human operators well informed is a tough challenge.

Going back to building applications with the human in mind, the challenge maybe is not so much to be able to compensate errors but being able to quickly recover from them. If an application can continue working after it's been recovered from a human error that followed an error in the system, the harm induced by both issues could be greatly reduced.

Reduce Causes for Cascading Failures

If you can reduce or narrow the lines where failures propagate throughout the system, you reduce the likelihood that a larger number of components is affected by a single outage, leading to cascading failures.

Failures have the tendency to propagate through several layers of your system. To work around that, you can split up the application into chunks for a specific number of users, reducing the impact an outage has, while on another level you can use mechanisms like a circuit breaker to block errors from bubbling up from a lower-level component.

Partitioning an application into swimlanes, both on the data storage side of things and other layers of the application, is a common technique to isolate problems to a smaller number of users. The likelihood of failures propagating across more than one swimlane, as long as they're fully isolated, is very small. Compare that to a setup where all users share the same parts of the infrastructure and are likely to all be affected by problems in only one of them.

The circuit breaker on the other hand is a means to isolate layers, inside a swimlane if you will, from each other. When a lower-level components causes an increasing number of errors, the layer above trips the circuit, failing all subsequent requests immediately until the sub-system has recovered. Netflix has written a great deal about how they're applying circuit breakers in their systems.

Both patterns come from Michael Nygard's great book "Release It!". If there's one book that I'd recommend every web application developer should read, this is it. Heck, read it twice.

Reducing the potential of cascading or propagating failures has the added advantage that an operator can focus on a single problem. The more problems humans are faced with the more likely they're going to freak out and lose focus on solving a particular problem. Instead of putting out one fire, you're trying to use one or two buckets of water to put out dozens of fires, all of them re-igniting after you poured a little bit of water over them.

Consider the example of an Airbus A380, which had one of its engines explode and cause more than fifty (!!) other components of the plane to fail in one way or the other and to bring up an incredible amount of warnings and errors (both audible and visual) in the cockpit.

If worse comes to worse, all of these components are in a failure state, but the system needs to be designed in a way that can guide operators towards the most severe damage in the system first instead of throwing a slew of errors at him, causing confusion as to what needs to be fixed most urgently. Anyone who's been flooded by Nagios or PagerDuty alerts can certainly relate to this.

Practice Failures in Production

A lot of the incidents were exacerbated by the fact that humans were reduced to monitors and supervisors of automated systems. Pilots are used to flying mostly in auto-pilot mode, and they rarely train flying a plane without the restrictions of the normal flight mode, with all the warnings and safety precautions enabled, let alone on a real place, not just a simulator.

They rarely train these situations because they're deemed so unlikely to ever happen. Yet, from time to time they do. The common consent from the articles above is that text book training is not useful when you're faced with a situation that's deemed so rare that no one even gave it thought in the written material.

To make sure this doesn't happen, two things are necessary. First up, there needs to be a deep involvement of development and operations when it comes to building, shipping and running software in production. If everyone is involved in the process, knowledge of what the software does and how it works is spread wide enough. Everyone involved can reason, to a certain degree, about what the system does and why it's doing it.

On the flip side, failure scenarios need to be part of the regular working schedule. In this great talk on "Resilient Response in Complex Systems", which sparked this outburst you're currently reading (thank you, John Allspaw, you're inspiring!), John talks about Game Days at Etsy.

On Game Day, some component of the production system, I repeat, production system, is intentionally caused to fail. The purpose is to get people into the habit of dealing with failure, to get them out of the comfort zone of relying on previous experiences or on text book responses. Instead they have to solve a real problem that is actively affecting production users in a timely manner. I repeat, this is in production, on purpose.

Netflix' Chaos Monkey is a tool to randomly kill production instances on EC2. The purpose is to figure out how the system behaves when several components fail. Just recently they added more tools to their so called "Simian Army", one to induce artifial latency, one to kill all instances in an entire EC2 availability zone.

For humans, intuition tends to get into the way. Either it makes us ignore advice from the outside, even a text book that's supposed to give us instructions on how to respond to a particular situation, or to ignore the data at hand entirely to still try and solve the problem in ways previously learned even though they may not at all be appropriate for the failure at hand. Instead, Game Days teach the people involved to improvise based on the situation and the data at hand.

Lastly, humans need a purpose in what they do. If you're being reduced to a monitor of a complex system, and all you have is a text book with instructions, it's hard to cook up any passion to solve the problem at hand, to look at all the data and make an intuitive decision. It's more likely that strictly following instructions has an exacerbating effect on failure. This is starting to move into the direction of company and team culture, which is a great topic for a whole series of more posts, but you get the idea.

Again, go and watch the talk. It's a great talk, as are all of John's. Once you're done, go read all the articles above and think about how they apply to what you're working on. I'm sure there's so much in there still that can be applied to web operations. The list outlined here is only a beginning.

Where Does This Leave Us?

We're left with two things. First, the realization that what we do is not that different from other fields. We can learn from the military, from flying aircrafts, running nuclear plants. I don't know about you, but that's pretty mind-blowing to me. Even better: these fields can learn from us. Heck, we can learn and improve what we do every day together! The interesting bit is: pilot associations want to reshape training programs with recovery from dangerous, potentially life-threatening situations in mind. We should spend a lot more time thinking about recovery too.

Second, we're left with a list of things that we can do to improve how we run and operate web applications, how we shape companies and teams around failures, how we handle failures. This is going to take a while, the mindset of failure is still not very entrenched in companies, in operations and development teams. Companies tend to look at this at an upfront cost they're not willing to spend.

While that is true, this cost should always be weighed against the lost costumers, business and opportunities caused by an outage that took hours or even days to recover from. The size and scale of the web application is not exactly what matters here. The smaller you are, the more flexibility you have in applying the practices outlined here.

The secret third thing it leaves us is being public about our practices, about how we're dealing with failures how we can build applications to deal with them. It doesn't matter if they're running on EC2 or on dedicated hardware. The essence is the same. I want to see more public talk and openness about operations.

I'll leave you with a paper that's only four pages long but summarizes everything you need to know about how complex systems fail.

Once again, I tip my hat to John Allspaw. He has lots of great insight to share and is not afraid to share it.

Recently, I've been thinking a lot about failure, my daughter, risk and punishment, and the whole culture that has evolved around trying to avoid failure, trying to point fingers or putting blame elsewhere.

Simplest example: my daughter spills something over the table. What's the first reaction? Scolding or punishment of sorts. I'm guilty as charged. I read something pretty simple and wonderful recently, a very short read titled "Father Forgets".

That read got me thinking: why do we tend to punish failure immediately? It's not just something to do with our kids, it's human nature. We tend to put blame elsewhere, we tend to get defensive because people turn to us to fix a problem, when something is broken in production, for example.

Why can't we instead make failure a part of our culture? Not just at home, with our kids, but in our work place?

As soon as people feel like they need to get defensive, or they're blamed for a problem that occurred due to a recent change of theirs, negativity hits everyone on the team. It's hard to stay calm, it's hard to stay focused on what really matters: that something is broken in production, affecting your customers.

As soon as people feel threatened or pressured, they get defensive or they feel down because some of their own code broke something. Their vision is clouded. Finding the problem's cause and implementing a solution is suddenly just a blur, something that's hard to focus on. Even though that's what really that matters.

When people feel like failure is not an option, they'll stop taking risks. When people stop taking risks, your team and your company is doomed, innovation comes to a grinding halt. Most of us are in the lucky position that lives don't depend on our work. We can try new things, iterate quickly, disregard or improve them.

If my daughter doesn't take any risks because I keep punishing or scolding her, she might just stop trying altogether. The analogy is an odd one, but there's a striking similarity.

If a problem comes up, you fix it, you learn your lesson, you make sure it doesn't happen again, you move on. It can be that simple. When everyone on the team feels like failure is an accepted part of running an application, fixing the problems as they occur as a team becomes a lot easier.

In the end, it's not a question of if something breaks, it's rather about when it breaks. And the answer is: all the time. Great teams focus on the one thing that matters in these situations: how to best resolve the situation and on being ready when it does.

Embrace outages, the most common failure of our craft. Take a deep breath, phase out distractions (including managers) and try to find joy in digging through data and finding what's causing a problem. Turn it from a seemingly frustrating experience into a personal challenge. You find the problem, you fix it, you make customers happy again. Rinse, repeat.

Failure is cool.